US Army Field Manual on Leadership (1990) [pdf]
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US Army Field Manual on Leadership (1990) [pdf]
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Re: US Army Field Manual on Leadership (1990) [pdf]
#2[deleted]
Re: US Army Field Manual on Leadership (1990) [pdf]
#3Nothing the military puts out on leadership should be taken very seriously because of the UCMJ and because unhappy people can't quit with serious repercussions.
Anyone can make a team be productive when you can overwork people, if things don't get done you threaten to take their money and threaten a demotion, no one can quit to get away from you, and there is a steady stream of bodies to use.
Civilian leaders have to actually balance keeping people happy and getting things done.
Re: US Army Field Manual on Leadership (1990) [pdf]
#4Nothing the military puts out on leadership should be taken very seriously because of the UCMJ and because unhappy people can't quit with serious repercussions. Anyone can make a team be productive when you can overwork people, if things don't get done you threaten to take their money and threaten a demotion, no one can quit to get away from you, and there is a steady stream of bodies to use. Civilian leaders have to…
There's also the opposite pressure. As a CO, you can demote people, but they're still under your command. To be effective you can't just rely on shedding dead weight like in the civilian sector. You're stuck with the subordinates you get more or less, so to hit your goals you practically have to actually invest in your subordinates, mainly by coaching and mentoring them.
And you can quiet quit in the military just as easily as on the civilian side, maybe easier. For the most part you won't get demoted for not giving a shit. You just won't get any more promotions, and you might eventually be not given another contract if you suck enough.
There's shit leadership in every org, but I've found former military leadership to have a little bit better batting average on internal team growth than purely civilian leadership.
Re: US Army Field Manual on Leadership (1990) [pdf]
#5Nothing the military puts out on leadership should be taken very seriously because of the UCMJ and because unhappy people can't quit with serious repercussions. Anyone can make a team be productive when you can overwork people, if things don't get done you threaten to take their money and threaten a demotion, no one can quit to get away from you, and there is a steady stream of bodies to use. Civilian leaders have to…
I think you would be surprised. There are a lot of concepts that cross over—servant leadership, trusting subordinates with expertise, setting expectations of “what” or “why” and letting your subordinates figure out “how.”
Your point is valid that those in the military can’t just quit, but there is a world of difference between motivated and trusting subordinates and those just going through the motions because they have to. (Same story in software engineers!)
Now, to be clear, the military regularly and routinely fails at the leadership principles they proscribe, but the principles are still good.
Re: US Army Field Manual on Leadership (1990) [pdf]
#6Nothing the military puts out on leadership should be taken very seriously because of the UCMJ and because unhappy people can't quit with serious repercussions. Anyone can make a team be productive when you can overwork people, if things don't get done you threaten to take their money and threaten a demotion, no one can quit to get away from you, and there is a steady stream of bodies to use. Civilian leaders have to…
If you can't lead effectively, you can't complete the mission. Fear only gets you so far.
Re: US Army Field Manual on Leadership (1990) [pdf]
#7Nothing the military puts out on leadership should be taken very seriously because of the UCMJ and because unhappy people can't quit with serious repercussions. Anyone can make a team be productive when you can overwork people, if things don't get done you threaten to take their money and threaten a demotion, no one can quit to get away from you, and there is a steady stream of bodies to use. Civilian leaders have to…
> Civilian leaders have to actually balance keeping people happy and getting things done.
I disagree. There are plenty of workers who don't respond productively to being treated well. Many take advantage and play games to avoid work. Being nice doesn't change anything.
What gets things done is spelling everything out. All roles and responsibilities are crystal clear. Commitment to agreed upon schedules and plans is required. Only then can people be genuinely happy with their team. Leave the sentiments and emotion out of it. Fairness and transparency are the way. Anything less creates an environment of toxic positivity and stupid power struggles.
Re: US Army Field Manual on Leadership (1990) [pdf]
#8Nothing the military puts out on leadership should be taken very seriously because of the UCMJ and because unhappy people can't quit with serious repercussions. Anyone can make a team be productive when you can overwork people, if things don't get done you threaten to take their money and threaten a demotion, no one can quit to get away from you, and there is a steady stream of bodies to use. Civilian leaders have to…
> Civilian leaders have to actually balance keeping people happy and getting things done.
Yes, I'd call that management.
Re: US Army Field Manual on Leadership (1990) [pdf]
#9Nothing the military puts out on leadership should be taken very seriously because of the UCMJ and because unhappy people can't quit with serious repercussions. Anyone can make a team be productive when you can overwork people, if things don't get done you threaten to take their money and threaten a demotion, no one can quit to get away from you, and there is a steady stream of bodies to use. Civilian leaders have to…
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Re: US Army Field Manual on Leadership (1990) [pdf]
#10Nothing the military puts out on leadership should be taken very seriously because of the UCMJ and because unhappy people can't quit with serious repercussions. Anyone can make a team be productive when you can overwork people, if things don't get done you threaten to take their money and threaten a demotion, no one can quit to get away from you, and there is a steady stream of bodies to use. Civilian leaders have to…
Friend of mine said he has learned way more about leadership from boy scouts than from army.